Total Systems Intervention Research Articles

Towards a sustainable integrated management approach to uncertainty surrounding COVID‐19

AbstractTraditional approaches to system management are not suited to highly uncertain conditions. Hard system approaches with a top‐down management approach are often used to manage well‐defined systems that are not easily able to cope with uncertainty. Soft system approaches of the with bottom‐up or participative style may cause a lack of conformance to industry standards. Few studies have investigated these approaches within the context of COVID‐19 pandemic. Therefore, this paper aims to use the philosophy of Total Systems Intervention to investigate the applicability of an integrated management approach to cope with the uncertainty of COVID‐19. Three different countries from Europe, Oceania and Asia are selected as typical case studies to clarify the strengths and weaknesses of differing management approaches. The case studies demonstrate that using an integrated management approach can potentially assist decision‐makers to deal with crises and conclusively reveal the superiority of the integrated approach, independent of cultural milieu.

Applying a Framework for Complementarist Intervention Approaches to Service Organizations to Achieve a Sustainable Holistic Management Model

Organizational management often faces complex problem contexts, requiring intervention for improvement. Many intervention approaches exist to achieve a purpose in real world applications. Each intervention approach was developed with a specific world view (weltanschauung), dictating its methods and purpose. In a complex problem context, a single intervention approach is insufficient to address all challenges faced. Combining multiple intervention approaches, bringing differing perspectives, facilitates holistic action. Several methodologies have been developed to combine multiple perspectives, including soft systems methodology (SSM), total systems intervention (TSI), creative design of methods (CDM), and boundary critique. Each of these methods has strengths and weaknesses. A barrier to their use in organizations is the requirement for systems thinking education. This paper presents a framework for defining and selecting approaches for intervention in complex problem contexts. It also provides a method for utilizing this framework to design holistic and effective interventions. A case study is discussed, where the proposed framework and method are applied to a small non-profit service organization that performs knowledge-based work in a dynamic environment. The proposed framework and application method are presented through (1) description of the need, (2) review of contributing literature, (3) presentation of the framework, (4) description of the method, and (5) illustration in the case study organization. Limitations, future development, and scope of applications of the proposed framework and method are discussed.

A Conceptual Model of Systems Thinking Leadership in Community Colleges

The pluralistic and often competing goals of myriad constituents, the changing demographics of students, the uncertainty of funding, and the growing demands for accountability from stakeholders have increased the complexity of systems which community college leaders must manage. Emerging from the recent literature on community colleges is a call for new models of leadership in the context of leading in an increasingly uncertain and complex environment. Systems thinking offers a means to help leaders respond to these growing organizational complexities and move leadership from a traditional bureaucratic model to a more adaptive model. A systematic review of literature on systems thinking’s application to organizational performance in higher education was bolstered with evidence from healthcare. Findings revealed three reoccurring ways in which leaders apply systems thinking processes for improving organizational performance. A conceptual model for systems thinking leadership is proposed in which the three processes, characterized as discovery, framing, and action, can be enacted either individually or sequentially for enhancing organizational performance. The model draws upon boundary critique, critical systems thinking, systemic intervention, total systems intervention, systems dynamics, soft systems methodology, complexity theory and complex adaptive systems, yet uses language more readily identifiable to community college practitioners.

Viable process systemic multi-methodology: a real case in the Greek Organization for Health Care Services Provision

In this paper, we present the viable system model (VSM) of Beer by examining its effectiveness in practice using a different and structured design. In order to support better viable systems, we deliver briefly the design and control systemic methodology (DCSYM) in strategic and procedure level. The conceptual environment of VSM within DCSYM will be presented as a systemic multi-methodology called ‘VIPROCE’ using the principles of total systems intervention (TSI) methodology. In the new viable and operational system we analyse organisational structures in strategic and procedure level where control and meta-control systems are used for decision and meta-decision making along with a process drawing tool. For this methodology, we present a real application for Organization for Health Care Services Provision, known as E.O.P.Y.Y. in Greece. Finally, we give our personal aspects for total viable development including human development.

Operational research and critical systems thinking—an integrated perspective

On the basis of a review of the role of systems thinking in the history of OR, Part 1 of this essay proposed a systematic understanding of OR as applied systems thinking. Further, it identified the contribution of ‘critical’ systems thinking (CST) in a combined ability of its two strands, critical systems heuristics (CSH) and total systems intervention (TSI), to enhance the conceptual sophistication of OR. Part 2 aims to translate this understanding into a framework for good professional practice. How exactly can CST strengthen the competence profile of OR professionals? Drawing on three experience-based archetypes of professional service and some basic argumentation-theoretical considerations, a new understanding of OR and applied systems thinking as argumentative practice emerges. In this new understanding CST finds a systematic place and some exemplary uses of CSH and TSI can be located—an integrated perspective.

Operational research and critical systems thinking—an integrated perspective

What does good OR practice mean, and what can critical systems thinking (CST) do for it? This two-part essay proposes new answers to both questions. It reaches out to the wider community of OR professionals and explains from their perspective what CST is all about and why it matters for good practice. Part 1 first reviews the idea and history of systems thinking in OR, as a basis for properly situating CST within OR. It then offers a comparative, non-partisan account of the two strands of CST, critical systems heuristics and total systems intervention, and identifies their combined potential in an ability to enhance the contextual sophistication of OR. The prevalent but inaccurate notion of the history of OR as a linear evolution from ‘hard’ to ‘soft’ and ‘critical’ systems thinking is replaced by an integrated perspective of OR as applied systems thinking.

Exploring Quality in a University Department: Perspectives and Meanings

This paper examines the potential of critical systems thinking enacted through ‘total systems intervention’ to explore quality and to promote improvement in a university academic department. Critical systems approaches, building on commitments to the systems idea, sociological awareness, methodological pluralism and human improvement, can help to structure problems as a precursor to problem solving. Total systems intervention was used initially to structure the ‘quality problem’ for an academic unit within a university in New Zealand from the perspective of internal stakeholders. For staff and student participants, the quality problem mainly related to better promoting learning. Analysis and reflection on the problem and local context drawing on systems methodologies identified underlying tensions and issues and shaped specific interventions for improvements in learning. A systemic perspective on quality and critical systems approaches are likely to be of value in encouraging debate and promoting different interventions to improve quality. They offer a diversity of methods to help improve complex socio‐psychological systems like a university department.

Knowledge management in virtual enterprises: A systemic multi-methodology towards the strategic use of information

This paper examines the development of a systemic multi-methodology for knowledge management in virtual enterprises. The main objective is the strategic management of information for the acquisition of competitive advantage and the advance of networked corporate agreements (i.e., Virtual Enterprise Projects) in order to maintain business flexibility and innovation. Making use of systemic methodologies, emphasis is given on the creation and the sustenance of knowledge coming from both the internal and the external business environment, instead of directly intervening to the operational characteristics of the modern enterprise. We present an approach to knowledge management supported by four systemic methodologies namely the total systems intervention (TSI), the strategic assumption surfacing and testing (SAST), the viable systems model (VSM) and the problem structuring methodology (PSM). The composition of systemic methodologies can result in powerful multi-methodologies that effectively compensate complexity, combine different mental pictures and perspectives and handle diversity in a creative and innovative manner. Information systems, especially those involving multiple stakeholders, profoundly limit the capability of traditional generic methods of analysis to develop and utilize interventions. In this paper, we demonstrate the effectiveness of a multi-methodology designed to facilitate the creation of a knowledge exchange business network in the field of consulting companies that provide an ideal practice field for the verification and testing of the results of our study.

5.5.2 Application of SSM and Architecture Frameworks as a Method of Enquiry for Organisational Behaviour

AbstractSystems engineering is traditionally used as a method of design. In this study, it has been used as a method of enquiry into organisational behaviour in a sociotechnical system. A mix of methodologies from both the functionalist and interpretative social paradigms has been adopted. The methodology mix comprises Checkland's Soft Systems Methodology (SSM) and Structured Analysis and Design Techniques. This hybrid methodology allowed the use of rich pictures and architectural models to analyse organisational behaviour from two representative views: the human activity system and the operational architecture.The paper relates the goals of developing an understanding of the current organisational operational behaviour and then discusses the use of methodological pluralism, its rationale and the use of a revised Total Systems Intervention (TSI) model by Jackson based on contemporary critical systems thinking as a checklist for pluralism. The hybrid methodology using both soft and hard methods employed rich pictures and Defence Architecture Framework (DAF) compliant architecture models (AS‐IS views) to enquire into organisational behaviour. The DAF models represented both the perceived and actual state of operations. Comparison of the DAF models correlated with the SSM derived rich pictures and issues log were used to develop an understanding of the organisational behaviour as well as produce an updated operational architecture. Recommendations for change were made to senior management. We finish the paper with a 12‐point lessons learnt discussion of our experiences in doing this study. We conclude that the use of a pluralist systems engineering approach as a method of enquiry into sociotechnical organisational behaviour can provide a richer understanding of operational behaviour as it complements the human activity systems view with the operational architecture views. The pluralist approach is methodologically sound and Jackson's modified TSI provides an evaluation checklist.

Critical systems thinking as a way to manage knowledge

AbstractThis paper is the first to introduce critical systems thinking into the present study of knowledge and its management. Our preliminary study showed two things about critical systems thinking. First, it provides comprehensive and creative insight into tackling the increasing complexity of human knowledge and knowledge management processes through the organic connection and division of knowledge systems. Second, it encourages the critical use of available methodologies in a coherent way to cope with corresponding subsystems or processes, which breaks down the complexity into convenient units. Based on critical systems thinking, we divided knowledge into two aspects: static substance knowledge and dynamic process knowledge. This division not only provides a concise theoretical framework but also allows knowledge managers and workers to clearly understand the gravity of their work and to selectively utilize well‐established methodologies in the practice of knowledge‐related activities. This paper serves as an introduction to an application of critical system thinking and total systems intervention in diversified human knowledge topics. Copyright © 2002 John Wiley & Sons, Ltd.

Systems approaches to total quality management

This paper discusses problems that are encountered when introducing and implementing total quality management (TQM), and why these problems will continue to persist unless a tailor-made or planned change approach to implementation is embarked on. A way to solve these problems is to see the totality of the organization or the area under probe, thereby giving proper meaning to TQM, and then to look for a holistic approach induced by critical systems thinking (CST). CST, apart from its critical awareness, can be seen to stand on complementarism, sociological awareness and the promotion of human well-being and emancipation. If used adequately, it complements the ‘customer focus, process improvement and employee involvement’ principles of TQM. The practical application of CST makes one realize that there are organizational and societal, and even political, pressures, which have led to some methodologies being more favourable than others. It seeks to develop the maximum potential of individuals in organizations and society. Being an approach to problem-solving, CST proposes that the most relevant approach to a situation be used, starting with the most critical problem. The operationalization of CST may be done through a meta-methodology called total systems intervention (TSI). This holistic approach should be seen as a possibility for reinforcing organizational excellence and it is believed to be one of the major paradigms of the 21st Century.

Quality Management and the University: A deafening clash of metaphors?

Quality Management in various forms has been applied to the problem of maintenance and improvement of academic quality. However, key questions remain unresolved including the definition of academic quality and the applicability and transferability of key quality management concepts into educational organisations. Total Systems Intervention (TSI) is a critical systemic methodology for problem-solving in complex organisations. It in part uses the concept of metaphor to explore the relationship between organisations and problem-solving approaches. Participants in a university may hold images of the organisation which are not compatible with those underpinning Quality Management. Potentially there is a 'deafening clash of metaphors'. Initial observations from the research indicate that quality management is built on unitary images of organisations, while participants see the university as pluralist and, in some cases, coercive.

Rationalization of Metaphorical Exploration: Improving the Creativity Phase of Total Systems Intervention (TSI) on the Basis of Theory and Practice

Metaphors play a significant role in the creativity phase of Total Systems Intervention (TSI). They help managers and other stakeholders to think creatively about their organizations and to highlight their organizational problems. However, in the current form of the creativity phase of TSI there are no explicit criteria in the selection of metaphors or in the disclosure and prioritization of organizational issues. This paper seeks to open a dialog with management consultants who might be interested in the consulting meta-methodology called TSI. It proposes the creativity phase of TSI to management consultants along with the theoretical improvements, as well as the context-dependent and conditional practical innovations. It emphasizes my reflections about the potential of this stage in the appreciation of organizational problems and invites new modifications. To reach this aim, the paper initially gives a brief account of the creativity phase of TSI, deals with its shortcomings, highlights its theoretical improvements and empirical findings in the PALMEK manufacturing company, Turkey, and then rationalizes this phase through proposing an appropriate method for its implementation. This method, on the whole, facilitates systematic and comprehensive analyses of problem situations, characterization of organizational issues, and disclosure and prioritization of concealed organizational problems in a structured and democratic conversational setting.

Reflections on Multimethodology: Maximizing Flexibility, Responsiveness, and Sustainability in Multimethodology Interventions Through a Theoretically and Practically Improved Version of Total Systems Intervention (TSI)

There has been a growing interest in utilizing more than one methodology and method possibly from different spheres of thought within the same intervention. Enormously complex, multidimensional, and ill-structured problems that comprise social, behavioral, coercive, exploitative, and manipulative components require such combinations and perennially preoccupied contemporary systems thinkers to develop different and independent endeavors and competing orientations. This paper initially seeks to construct the conceptual foundations and requirements of an appropriate and sound multimethodology approach through uncovering disguised and concealed major assumptions of various multimethodology applications, and then proposes a theoretically and practically improved version of Total Systems Intervention (TSI) as a sophisticated alternative, in a far more detailed and penetrating manner, and assesses its flexibility, responsiveness, and sustainability in multimethodology interventions. To reach this aim the paper first concentrates on early developments of multimethodology in a descriptive and critical manner as well as highlights the most appropriate strategy in multimethodology. Second, it analyzes current research through reviewing some of the contributions in multimethodology in systems thought. Lastly, it discovers and forges the conceptual foundations of the most adequate multimethodology, proposes an improved version of TSI through rectifying its deficiencies on the basis of theoretical and empirical findings, and assesses the usefulness of this approach.

Local systemic intervention

This paper reviews Local Systemic Intervention (LSI). LSI results from learning about Total Systems Intervention (TSI). Learning followed application of TSI and by putting TSI through a postmodern critique. LSI is a complementarist approach. It encourages diversity through local decision making about the relevance of designs, consideredness of decisions and astuteness of judgements. It encourages developing discourse around these three centres of learning and designing action accordingly. There is a regular stream of applications of LSI in many types of organisations.

Structured Total systems Intervention systemic multi-MEthodology of VIable Systems and metasystems (STIMEVIS)

In this paper we present the Viable System Model (VSM) of Beer by examining its effectiveness in practice using a different and structured design. In order to support better viable systems, we deliver briefly our Problem Structuring Methodology (PSM) in strategic and procedure level. The conceptual environment of VSM within PSM will be presented as a systemic multi-methodology called “STIMEVIS” using the principles of Total Systems Intervention (TSI) methodology. In the new viable and operational system we analyse organisational structures in strategic and procedure level where control and meta-control systems are used for decision and meta-decision making. For this methodology, we present a real application for an Internet Service Provider. Finally, we give our personal aspects for Total Viable Development including Human Development.

Reengineering an Information System: A Case Study in Risk Reduction

Business-process reengineering (BPR), like computer information systems development (ISD), deals primarily with process and contains only weak facilities for addressing structure and culture. Manufacturing and ISD have strong roots in the functionalist traditions of natural science, and in a cultural environment their engineering stance deals poorly with obstacles to change. While the structured, or “hard,” engineering approaches have given rise to successful developments, they have not always proved effective. In ISD, the hard engineering methods have a tendency to redefine information systems problems as problems of technical development, and similarly in engineering contexts, BPR risks becoming too focused on technical processes. However, failure to gain commitment and a sense of ownership in new processes is a cause of failure in both BPR and ISD. This article explores a case study where both technical and human issues must be addressed—the extension of student record processing within a university. In this study, the BPR requirement is seen to arise from the users of the information system rather than as an imposed managerial imperative. The use of total systems intervention (TSI) and interactive planning (IP) enabled the immediate technical problems to be separated from underlying BPR requirements and from the need to gain commitment to change. Thus, unnecessary technical effort and the risks of failure from resistance to change were avoided. From the findings of this intervention, it is argued that the wider application of TSI provides a framework within which managerially perceived needs can be translated into a grassroots commitment.

The use of TSI in designing a system for a university IS user support service

This paper is based on the use of critical systems thinking (CST) to improve a UK university's information system (IS) user support service. The purpose of the intervention described in this paper was to increase the efficiency and effectiveness of the IS user support service by deriving a new design for the ‘front end’ of the service. More specifically, the use of total systems intervention (TSI) informed the choice of the ETHICS methodology to carry out the design itself. This paper is a methodological discourse, reflecting on the usefulness of CST in an IS management problem situation. Copyright © 1999 John Wiley & Sons, Ltd.

The use of critical systems thinking in designing a system for a university information systems support service

Abstract. This paper reports the practical application of critical systems thinking (CST) to an information systems design (ISD)‐related problem. The potential benefits of using CST for ISD are explored, followed by a description of an intervention to derive a design for part of a UK university’s IS user support service. More specifically, total systems intervention (TSI) was used as a meta‐methodology to operationalize CST and to guide the course of the intervention. The intervention serves as a vehicle to gain insight into the potential value of CST to ISD‐related problems, and concludes with reflections on the actual benefits realized and suggestions for further research.

3 Towards a Unified Systems Methodology for Australian Defence Systems‐of‐Systems

AbstractThis paper endeavours to identify a systems methodology that could prove useful in the creation and operation of military systems‐of‐systems. The paper opens with a review of basic systems thinking and proposes a military systems hierarchy that is useful in characterising military systems on the basis of their behaviour and the relevant disciplines with which each can be tackled. We then examine the systems methodology framework called Total Systems Intervention described by Flood and Jackson (1991) and discuss how this can help select a systems methodology for the range of defence systems identified in the hierarchy. The paper concludes by suggesting how TSI might be tailored to defence needs, in particular, high‐level systems.